Demystifying Digital Transformation

Digital transformation is the name many organizations have given to their "program" to accelerate change and onboard new technologies into their business. For the vast majority, however, such programs are failing. A 2015 study made by PulsePoint Group indicated that 84% of such programs are failing or have failed. The reasons are myriad, including too many choices, misalignment, infighting, legacy systems, limiting belief systems, or the lack of a shared mission. Today, nearly everyone is on some kind of transformation, even the newer companies as they pivot from one business model to another. What will make your digital transformation program succeed? First, not to consider it a "program." It's a state of mind and it will necessarily be a continuing state of mind for the foreseeable future. I believe there are three key mindsets to have: a deeper sense of purpose and meaningfulness, personal responsibility and a truly collaborative spirit. While there are many important skills to have, the new killer app is knowing how to listen "hard" and to demonstrate empathy inside and outside, toward to the stakeholders and customers.

Making Change Happen

​Resistance to change is normal, but it can be fatal in these fast-moving times. Fear -- of the unknown, failure or rejection -- is one of the biggest impediments to progress. The issue with digital, and the necessary transformation organizations need to undertake, is that there is a plethora of options, within and without the company. I refer to this as facing the Digital Mountain. It's huge and all-encompassing. Organizations need to select the path up the digital mountain that best suits their overall strategy.

Business Model

​The onslaught of new technologies has changed the way businesses are run, how money is made as well as the expectations of customers. ​Finding the right, new business model is critical to ensuring long-term survival.

​The Need for Empathy as the Killer App for Business

​As many companies seek to become more customer centric, the real winners will be those who execute best and truly bring bona fide value to their customer base. Bringing in new technologies such as artificial intelligence, robotics and big data analytics will require significant adaptations internally in terms of work environment and culture, including roles, processes, systems and work flow. The best leaders will know how to exhibit empathy internally toward the employee base as well as with the external partners and, of course, their customers. ​Empathy can be learned, but in times of stress and pressure, the only way to ensure it remains in place is to have deep-seated empathy that's authentic and genuine.

About Minter Dial

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More about Minter Dial: is a professional speaker, storyteller, author and consultant, specialized in branding, new tech and digital strategy activation. He is the author of two books, the award-winning and best-selling Futureproof (Pearson 2017) and The Last Ring Home (Myndset 2016), which was turned into an award-winning documentary film he produced and was shown nationally on PBS and History Channel. He's also published a dozen white papers including The Brand University with Eric Mellet, and Marketing of the 5Es. A repeat entrepreneur straddling a 16-year career at L'Oreal (MD Worldwide of Redken, MD of L'Oreal Canada Professional Products Division and Executive Committee worldwide of the PPD), he has also worked as investment banker, zoo manager and tennis pro. Minter has given over 500 talks and seminars to audiences in five continents. He was voted top 3 speaker out of 150 at the Adobe Summit EMEA three years in a row (2014-2015-2016). He is passionate about the Grateful Dead, Padel Tennis and loves languages. He blogs on his eponymous site and hosts a weekly podcast, that's been running since 2010.

Minter Dial is a professional speaker, author of the best-selling Futureproof, and consultant, specialized in branding, new tech and digital strategy activation. He previously spent 16 years at L'Oreal, running Redken, then the Canadian subsidiary and finally as a member of the Executive Committee worldwide for the professional division.